Coaching
Structuring the product function to prepare for the US launch
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Victor Ruelle
Head of Product at Joko
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3 unified verticals in a scalable, internationally-ready roadmap.
- Establishing a clear framework for recruitment and management
- Adoption of the OKR method to link Product & Business
- Structuring the product team before scale-up
- Skills development for the Head of Product role
3
unified verticals in a scalable, internationally-ready roadmap
“Having an experienced mentor who listens and takes concrete action enabled me to take a step back. The exchanges helped me gain confidence and gave me the tools to face the future with serenity."
Stellar and Joko, key support in laying the foundations for scale.
Inthis strategic mentoring mission, Alex, CPO at Stellar and David, co-founder of Stellar, coached Victor, Head of Product at Joko, on his challenges of team structuring, recruitment and managerial posture. In just a few weeks, they identified the bottlenecks, built the tools needed to ramp up and prepared the Product organization for international expansion.
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Mission
Joko's mission is to reinvent everyday shopping. Its platform rewards online and in-store purchases, simplifying the user experience while generating value for merchant partners. In the midst of a scale-up phase following several rounds of financing, Joko is preparing for its launch in the United States with a completely redesigned product and a team ready
Concrete results: Joko ready to scale up and successfully launch internationally
Stellar's support enabled Joko to structure its Product function and execute at high speed. In a matter of weeks, the organization moved from a one-person-centric model to a clear structure, connected to business objectives and capable of supporting growth in both the US and Europe.
- Structured team: recruitment process and onboarding tools.
- Solid management framework: framework documents, rituals, and OKR management.
- Assertive managerial stance: more trust and leadership in Product decisions.
- Organization ready for US scale: clear vision, defined roles, and sustainable pace.
#1 An undersized product function in a scale phase
The organization needed to prepare for rapid scale-up, while launching a complete overhaul and international expansion
Structuring the Product function
Definition of a clear framework for management and recruitment, implementation of onboarding and monitoring tools to welcome future PMs and strengthen execution capacity.
#2 A roadmap focused on deliverables
Product initiatives lacked a direct link with business indicators, making it difficult to monitor value and arbitrate priorities
Introduction of OKRs and impact-based management
Implementation of a governance structure aligning the roadmap with business objectives: growth, profitability and successful US launch.
#3 A product posture adapted to the scale
The transition from an "operational" mode to a leadership role required new communication, prioritization and delegation reflexes.
Managerial empowerment and leadership culture Product
Reinforcement of management practices, clarification of roles and installation of team rituals encouraging autonomy and decision-making at all levels.
Results
Tangible results: Towards a high-performance product organization
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